- •Ministry of finance of ukraine
- •Hr managers
- •Contents Preface
- •Unit 1 what is human resource management?
- •Vocabulary 1
- •The nature of human resource management
- •Vocabulary 2
- •What are hrm programs aimed at?
- •A partial list of tasks and ksAs for the position of regional sales manager
- •Vocabulary 1
- •Text 4 Forecasting Demand for Employees
- •Unit 3 human resource planning: forcasting supply of employees
- •Vocabulary 1
- •Text 5 Forecasting supply of employees
- •Vocabulary 2
- •1. Read text 6 and think of the suitable title. Text 6
- •Comprehension check.
- •Steps in writing a summary
- •Here are a few tips for you about writing a summary and some useful expressions
- •Unit 4 Recruiting
- •Text 7 The Purposes of Recruiting
- •Vocabulary 1
- •Unit 5 Selecting employees: part 1
- •Vocabulary 1
- •The application
- •Vocabulary 2
- •Unit 6 Selecting employees: part 2
- •Vocabulary 1
- •The Interview
- •Job interview questions for selection of managers
- •Vocabulary 2
- •He looks quite good on paper.
- •Vocabulary 3
- •Unit 7 Selecting employees: part 3
- •Unit 8 Orientation and training: part 1
- •Vocabulary 1
- •Text 13 Orientation
- •Text 14 training
- •Text 15 Training Needs
- •Unit 9 Orientation and training: part 2
- •Text 16
- •Text 17 Evaluation of Results of Training
- •Vocabulary 1
- •Text 18 Objective Performance Measures
- •Vocabulary 2
- •Trait- and Behaviour-Based Dimensions of Performance Appraisals
- •Text 19 Subjective performance Measures
- •2. Comprehension check.
- •Text 20
- •Unit 11 Compensating employees
- •Vocabulary 1
- •Text 21
- •Text 22 Determining Compensation
- •Vocabulary 2
- •Unit 12 promoting, transferring and terminating employees
- •Vocabulary
- •Text 24 promotions and transfers
- •Text 25 termination
- •Text 26
- •Unit 13
- •Texts for self-study
- •Teamwork Makes eds an Information Powerhouse
- •Text 2 the nature of groups and teams
- •Benefits of Teams
- •A model of work group effectiveness
- •Text 5 Types of Groups
- •Text 6 Size and composition of Groups
- •Text 7 Stages of Group Development
- •Text 8 Group Norms
- •Development and socialization of group Norms
- •Text 10 Group Roles
- •Text 11 problems in groups
- •Text 12 what is motivation?
- •Text 13 The Importance of Motivation
- •Motivation and job design
- •Text 15 Flexible-Scheduling Strategies in Work Design
- •Text 16 Paying for Performance
- •Text 17 the nature of leadership
- •The Sources of Power
- •Trait approach to leadership
- •Table 5
- •Text 20 contingency theories of leadership
- •Text 21 Fiedler's Contingency Theory
- •Path-Goal Theory
- •Vroom-Yetton-Jago Participation Model
- •Current trends in the study and practice of leadership
- •Leader-Member Exchange Theory
- •Charismatic Leadership
- •Transactional versus Transformational Leadership
- •Tapescripts
- •The importance of human resource management
- •Glossary
- •Integrity tests
- •Trait appraisal
- •Кучина Наталя Михайлівна англійська мова для майбутніх управілінців людськими ресурсами
Text 13 The Importance of Motivation
A major goal of management is to help employees satisfy their needs in ways that benefit both the individual and the organization. The impact of dissatisfied employees can be costly, through decreased productivity and possibly high turnover. The cost to hire and retrain individuals is high in many firms.
Motivation is more than a tool that managers can use to foster employee loyalty and boost productivity. It is a process that affects all the relationships within an organization and influences many areas such as pay, promotion, job design, training opportunities, and reporting relationships. Fundamentally, employees are motivated by the nature of the satisfying relationships they have with their supervisors, by the nature of their jobs, and by characteristics of the organization (Figure 7). In particular, supervisor qualities that support motivation include honesty, supportiveness, empathy, accessibility, fairness, and openness. Companies can motivate employees by paying equitably, rewarding dedication, and recognizing exceptional performance and creativity. These elements are in turn influenced by the nature of employees' motivation in a dynamic relationship.
Efforts to motivate employees should consider organizational and individual needs to be successful. A recent trend has been to empower or give employees greater autonomy in decision making within the organization. However, research has found that certain occupations, such as service representatives (for example, hotel personnel), dislike increased empowerment. Perhaps these employees have found that with increased decision-making autonomy comes increased responsibility that they do not want.
Managers certainly recognize the importance of motivation. In a survey, top business executives were asked to rank their top company concern: Service quality and product quality ranked at the top. Of those surveyed, 85 percent felt that product quality could be enhanced by improving employee motivation. The current economic environment and financial pressure have firms look for more creative methods to motivate their employees. Many public relations and advertising firms, for example, are offering employees who would otherwise be given rises the opportunity to work with an experienced and respected specialist instead of a salary increase.
Efforts to motivate employees may have negative effects on the organization. When Sears Auto Centers in California implemented an incentive system tied to sales quotas, the result was that employees tried to meet their quotas by selling customers more repair service and parts than requested or warranted. The resulting scandal not only harmed Sears's image, but also cost it $8 million to settle a lawsuit as well as an additional $1.5 million to finance automobile repair training programs at community colleges throughout the state. What seemed a straightforward link between pay and performance to motivate
employees failed, in part, because the quotas imposed were higher than could readily be obtained in normal service situations. Thus, managers need to evaluate all motivation plans carefully to ensure that they are realistic and will generate the desired results.
Which of these statements expresses the main idea of the text?
A major goal of management is to help employees satisfy their needs.
Employees are motivated by the nature of the satisfying relationships they have with their supervisors, by the nature of their jobs, and by characteristics of the organization.
Companies can motivate employees by paying equitably, rewarding dedication, and recognizing exceptional performance and creativity.
Managers need to evaluate all motivation plans carefully to ensure that they are realistic and will generate the desired results.
2. Find in the text English equivalents of these words and phrases.
1. незадоволений |
16. якість |
31. уповноважувати |
2. дорогий |
17. підтримувати |
32. дослідження |
3. плинність робочої сили |
18. чесність |
33. виявляти |
4. ціна, вартість |
19. підтримка |
34 професія |
5. наймати |
20. співчуття; співпереживання |
35. представник сфери обслуговування |
6. перепідготувати |
21. доступність |
36. підвищені повноваження |
7. інструмент |
22. справедливість |
37. підвищена відповідальність |
8. заохочувати |
|
38. обстеження |
9. вірність, відданість |
|
39. визначити найважливішу турботу (проблему) |
10. підвищувати продуктивність |
|
40. якість обслуговування |
11. план роботи |
|
41. якість продукції |
12. можливості підготовки |
|
42. займати вище місце |
13. взаємовідносини підлеглості |
|
43. обстежений |
14. по суті |
|
44. підвищувати, поліпшувати (2) |
15. зокрема |
|
45. економічне середовище |
46. примушувати (когось) шукати (щось) |
53.зростання зарплати |
60. деталь, запчастина |
47. творчий метод |
54. здійснювати, реалізувати |
61. гарантувати |
48. інакше, іншим чином |
55. система стимулів |
62. шкодити іміджу |
49. збільшення зарплати |
56. прив'язаний до |
63. оплачувати судовий позов |
50. надавати можливість |
57. частка, частина |
64. прямий зв'язок |
51. досвідчений та шановний фахівець |
58. задовольняти, відповідати |
65. зазнати невдачі; не мати успіху |
52. замість |
59. ремонтні послуги |
66. нав'язаний |
3. Are these statements true or false? Correct the false ones.
Decreased productivity and high turnover may be the negative consequences of inattentiveness to employees’ needs.
Such important matters as pay, promotion, job design, training opportunities, and reporting relationships are independent of motivation.
To support motivation, a supervisor should be frank, helpful, sympathetic, friendly, and reasonable.
Giving employees greater autonomy in decision making must be common practice in all organizations.
Some service representatives do not like increased empowerment because it involves increased responsibility.
The present-day economic situation and financial pressure make firms seek more productive techniques to motivate their employees.
Many employees prefer the opportunity to work with experienced and respected specialists to a salary increase.
An incentive system tied to sales amounts, which was put into practice at Sears Auto Centers, turned out to be very successful because employees tried to meet their quotas by selling customers more repair service.
Such a result was brought about by high sales quotas, which could be easily obtained in normal service situations.
4. Answer the questions.
Why must management help employees satisfy their needs?
What does figure 7 show?
What kind of needs should be taken into account when motivating employees?
How can product quality be enhanced according to the majority of top business management?
What expenses did Sears Auto Centers in California incur due to a scandal caused by an incentive system tied to sales quotas?
5. Write a summary of the text.
Figure 7
TEXT 14